Tell
me about yourself ?
Start with the
present and tell why you are well qualified for the position. Remember that the
key to all successful interviewing is to match your qualifications to what the
interviewer is looking for. In other words you must sell what the buyer is
buying. This is the single most important strategy in job hunting.
So, before you
answer this or any question it's imperative that you try to uncover your
interviewer's greatest need, want, problem or goal.
To do so, make you
take these two steps:
Do all the homework you
can before the interview to uncover this person's wants and needs (not
the generalized needs of the industry or company)
As early as you can
in the interview, ask for a more complete description of what the
position entails. You might say: “I have a number of accomplishments I'd like
to tell you about, but I want to make the best use of our time together and
talk directly to your needs. To help me do, that, could you tell me more about
the most important priorities of this position? All I know is what I (heard
from the recruiter, read in the classified ad, etc.)”
Then, ALWAYS
follow-up with a second and possibly, third question, to draw out his needs
even more. Surprisingly, it's usually this second or third question that
unearths what the interviewer is most looking for.
You might ask
simply, "And in addition to that?..." or, "Is there anything
else you see as essential to success in this position?:
This process will
not feel easy or natural at first, because it is easier simply to answer
questions, but only if you uncover the employer's wants and needs will your
answers make the most sense. Practice asking these key questions before giving
your answers, the process will feel more natural and you will be light years
ahead of the other job candidates you're competing with.
After uncovering
what the employer is looking for, describe why the needs of this job bear
striking parallels to tasks you've succeeded at before. Be sure to illustrate
with specific examples of your responsibilities and especially your
achievements, all of which are geared to present yourself as a perfect match
for the needs he has just described.
What are your
greatest strengths ?
You know
that your key strategy is to first uncover your interviewer's greatest wants
and needs before you answer questions. And from Question 1, you know how to do
this.
Prior to any
interview, you should have a list mentally prepared of your greatest strengths.
You should also have, a specific example or two, which illustrates each
strength, an example chosen from your most recent and most impressive
achievements.
You should, have
this list of your greatest strengths and corresponding examples from your
achievements so well committed to memory that you can recite them cold after
being shaken awake at 2:30AM.
Then, once you
uncover your interviewer's greatest wants and needs, you can choose those
achievements from your list that best match up.
As a general
guideline, the 10 most desirable traits that all employers love to see in their
employees are:
A proven track
record as an achiever...especially if your achievements match up with the
employer's greatest wants and needs.
Intelligence...management
"savvy".
Honesty...integrity...a
decent human being.
Good fit with
corporate culture...someone to feel comfortable with...a team player who meshes
well with interviewer's team.
Likeability...positive
attitude...sense of humor.
Good communication
skills.
Dedication...willingness
to walk the extra mile to achieve excellence.
Definiteness of
purpose...clear goals.
Enthusiasm...high
level of motivation.
Confident...healthy...a
leader.
What are your greatest weaknesses ?
Disguise a strength
as a weakness.
Example: “I
sometimes push my people too hard. I like to work with a sense of urgency and
everyone is not always on the same wavelength.”
Drawback: This
strategy is better than admitting a flaw, but it's so widely used, it is
transparent to any experienced interviewer.
BEST ANSWER: (and
another reason it's so important to get a thorough description of your
interviewer's needs before you answer questions): Assure the interviewer that
you can think of nothing that would stand in the way of your performing in this
position with excellence. Then, quickly review you strongest qualifications.
Example: “Nobody's
perfect, but based on what you've told me about this position, I believe I' d
make an outstanding match. I know that when I hire people, I look for two
things most of all. Do they have the qualifications to do the job well, and the
motivation to do it well? Everything in my background shows I have both the
qualifications and a strong desire to achieve excellence in whatever I take on.
So I can say in all honesty that I see nothing that would cause you even a
small concern about my ability or my strong desire to perform this job with
excellence.”
Alternate strategy
(if you don't yet know enough about the position to talk about such a perfect
fit):
Instead of confessing
a weakness, describe what you like most and like least, making sure that what
you like most matches up with the most important qualification for success in
the position, and what you like least is not essential.
Example: Let's say
you're applying for a teaching position. “If given a choice, I like to spend as
much time as possible in front of my prospects selling, as opposed to shuffling
paperwork back at the office. Of course, I long ago learned the importance of
filing paperwork properly, and I do it conscientiously. But what I really love
to do is sell (if your interviewer were a sales manager, this should be music
to his ears.)
Tell me about something you did – or failed to do – that you now
feel a little ashamed of ?
As with faults and
weaknesses, never confess a regret. But don’t seem as if you’re stonewalling
either.
Best strategy: Say
you harbor no regrets, then add a principle or habit you practice regularly for
healthy human relations.
Example: Pause for
reflection, as if the question never occurred to you. Then say, “You know, I
really can’t think of anything.” (Pause again, then add): “I would add that as
a general management principle, I’ve found that the best way to avoid regrets
is to avoid causing them in the first place. I practice one habit that helps me
a great deal in this regard. At the end of each day, I mentally review the
day’s events and conversations to take a second look at the people and
developments I’m involved with and do a double check of what they’re likely to
be feeling. Sometimes I’ll see things that do need more follow-up, whether a
pat on the back, or maybe a five minute chat in someone’s office to make sure
we’re clear on things…whatever.”
“I also like to make
each person feel like a member of an elite team, like the Boston Celtics or LA
Lakers in their prime. I’ve found that if you let each team member know you
expect excellence in their performance…if you work hard to set an example
yourself…and if you let people know you appreciate and respect their feelings,
you wind up with a highly motivated group, a team that’s having fun at work
because they’re striving for excellence rather than brooding over slights or
regrets.”
Why are you
leaving (or did you leave) this position ?
(If you have a job
presently)
If you’re not yet 100% committed to leaving your present post, don’t be afraid
to say so. Since you have a job, you are in a stronger position than someone
who does not. But don’t be coy either. State honestly what you’d be hoping to
find in a new spot. Of course, as stated often before, you answer will all the
stronger if you have already uncovered what this position is all about and you
match your desires to it.
(If you do not presently have a job.)
Never lie about having been fired. It’s unethical – and too easily checked. But
do try to deflect the reason from you personally. If your firing was the result
of a takeover, merger, division wide layoff, etc., so much the better.
But you should also
do something totally unnatural that will demonstrate consummate
professionalism. Even if it hurts , describe your own firing – candidly,
succinctly and without a trace of bitterness – from the company’s
point-of-view, indicating that you could understand why it happened and you
might have made the same decision yourself.
Your stature will rise immensely and, most important of all, you will show you
are healed from the wounds inflicted by the firing. You will enhance your image
as first-class management material and stand head and shoulders above the
legions of firing victims who, at the slightest provocation, zip open their
shirts to expose their battle scars and decry the unfairness of it all.
For all prior
positions:
Make sure you’ve prepared a brief reason for leaving. Best reasons: more money,
opportunity, responsibility or growth.
The "Silent
Treatment"
Like a
primitive tribal mask, the Silent Treatment loses all it power to frighten you
once you refuse to be intimidated. If your interviewer pulls it, keep quiet
yourself for a while and then ask, with sincere politeness and not a trace of
sarcasm, “Is there anything else I can fill in on that point?” That’s all there
is to it.
Whatever you do,
don’t let the Silent Treatment intimidate you into talking a blue streak,
because you could easily talk yourself out of the position.
Why should I
hire you?
By now you can see
how critical it is to apply the overall strategy of uncovering the employer’s
needs before you answer questions. If you know the employer’s greatest needs
and desires, this question will give you a big leg up over other candidates
because you will give him better reasons for hiring you than anyone else is
likely to…reasons tied directly to his needs.
Whether your
interviewer asks you this question explicitly or not, this is the most
important question of your interview because he must answer this question
favorably in is own mind before you will be hired. So help him out! Walk
through each of the position’s requirements as you understand them, and follow
each with a reason why you meet that requirement so well.
Example: “As I
understand your needs, you are first and foremost looking for someone who can
manage the sales and marketing of your book publishing division. As you’ve said
you need someone with a strong background in trade book sales. This is where
I’ve spent almost all of my career, so I’ve chalked up 18 years of experience
exactly in this area. I believe that I know the right contacts, methods,
principles, and successful management techniques as well as any person can in
our industry.”
“You also need
someone who can expand your book distribution channels. In my prior post, my
innovative promotional ideas doubled, then tripled, the number of outlets
selling our books. I’m confident I can do the same for you.”
“You need someone to
give a new shot in the arm to your mail order sales, someone who knows how to
sell in space and direct mail media. Here, too, I believe I have exactly the
experience you need. In the last five years, I’ve increased our mail order book
sales from $600,000 to $2,800,000, and now we’re the country’s second leading
marketer of scientific and medical books by mail.” Etc., etc., etc.,
Every one of these
selling “couplets” (his need matched by your qualifications) is a touchdown
that runs up your score. IT is your best opportunity to outsell your
competition.
Aren’t you
overqualified for this position?
As with any
objection, don’t view this as a sign of imminent defeat. It’s an invitation to
teach the interviewer a new way to think about this situation, seeing
advantages instead of drawbacks.
Example: “I
recognize the job market for what it is – a marketplace. Like any marketplace,
it’s subject to the laws of supply and demand. So ‘overqualified’ can be a
relative term, depending on how tight the job market is. And right now, it’s
very tight. I understand and accept that.”
“I also believe that
there could be very positive benefits for both of us in this match.”
“Because of my
unusually strong experience in ________________ , I could start to contribute
right away, perhaps much faster than someone who’d have to be brought along
more slowly.”
“There’s also the
value of all the training and years of experience that other companies have
invested tens of thousands of dollars to give me. You’d be getting all the
value of that without having to pay an extra dime for it. With someone who has
yet to acquire that experience, he’d have to gain it on your nickel.”
“I could also help you in many things
they don’t teach at the Harvard
Business School.
For example…(how to hire, train, motivate, etc.) When it comes to knowing how
to work well with people and getting the most out of them, there’s just no
substitute for what you learn over many years of front-line experience. You
company would gain all this, too.”
“From my side, there are strong benefits, as well.
Right now, I am unemployed. I want to work, very much, and the position you
have here is exactly what I love to do and am best at. I’ll be happy doing this
work and that’s what matters most to me, a lot more that money or title.”
“Most important, I’m looking to make a long term
commitment in my career now. I’ve had enough of job-hunting and want a
permanent spot at this point in my career. I also know that if I perform this
job with excellence, other opportunities cannot help but open up for me right
here. In time, I’ll find many other ways to help this company and in so doing,
help myself. I really am looking to make a long-term commitment.”
NOTE: The main concern behind the “overqualified”
question is that you will leave your new employer as soon as something better
comes your way. Anything you can say to demonstrate the sincerity of your
commitment to the employer and reassure him that you’re looking to stay for the
long-term will help you overcome this objection.
Where do you see
yourself five years from now?
Reassure your
interviewer that you’re looking to make a long-term commitment…that this
position entails exactly what you’re looking to do and what you do extremely
well. As for your future, you believe that if you perform each job at hand with
excellence, future opportunities will take care of themselves.
Example: “I am
definitely interested in making a long-term commitment to my next position.
Judging by what you’ve told me about this position, it’s exactly what I’m
looking for and what I am very well qualified to do. In terms of my future
career path, I’m confident that if I do my work with excellence, opportunities
will inevitable open up for me. It’s always been that way in my career, and I’m
confident I’ll have similar opportunities here.”
Describe your
ideal company, location and job.
The only right
answer is to describe what this company is offering, being sure to make your
answer believable with specific reasons, stated with sincerity, why each
quality represented by this opportunity is attractive to you.
Remember that if
you’re coming from a company that’s the leader in its field or from a glamorous
or much admired company, industry, city or position, your interviewer and his
company may well have an “Avis” complex. That is, they may feel a bit defensive
about being “second best” to the place you’re coming from, worried that you may
consider them bush league.
This anxiety could
well be there even though you’ve done nothing to inspire it. You must go out of
your way to assuage such anxiety, even if it’s not expressed, by putting their
virtues high on the list of exactly what you’re looking for, providing credible
reason for wanting these qualities.
If you do not
express genuine enthusiasm for the firm, its culture, location, industry, etc.,
you may fail to answer this “Avis” complex objection and, as a result, leave
the interviewer suspecting that a hot shot like you, coming from a Fortune 500
company in New York, just wouldn’t be happy at
an unknown manufacturer based in Topeka,
Kansas.
Why do you want
to work at our company?
This question is
your opportunity to hit the ball out of the park, thanks to the in-depth
research you should do before any interview.
Best sources for
researching your target company: annual reports, the corporate newsletter,
contacts you know at the company or its suppliers, advertisements, articles
about the company in the trade press.
What are your
career options right now?
Prepare for this
question by thinking of how you can position yourself as a desired commodity.
If you are still working, describe the possibilities at your present firm and
why, though you’re greatly appreciated there, you’re looking for something more
(challenge, money, responsibility, etc.). Also mention that you’re seriously
exploring opportunities with one or two other firms.
If you’re not
working, you can talk about other employment possibilities you’re actually
exploring. But do this with a light touch, speaking only in general terms. You
don’t want to seem manipulative or coy.
Why have you
been out of work so long ?
You want to
emphasize factors which have prolonged your job search by your own choice.
Example: “After my
job was terminated, I made a conscious decision not to jump on the first
opportunities to come along. In my life, I’ve found out that you can always
turn a negative into a positive IF you try hard enough. This is what I
determined to do. I decided to take whatever time I needed to think through
what I do best, what I most want to do, where I’d like to do it…and then
identify those companies that could offer such an opportunity.”
“Also, in all
honesty, you have to factor in the recession (consolidation, stabilization,
etc.) in the (banking, financial services, manufacturing, advertising, etc.)
industry.”
“So between my being
selective and the companies in our industry downsizing, the process has taken
time. But in the end, I’m convinced that when I do find the right match, all
that careful evaluation from both sides of the desk will have been well worthwhile
for both the company that hires me and myself.
Tell me
honestly about the strong points and weak points of your boss (company,
management team, etc.)
Remember the
rule: Never be negative. Stress only the good points, no matter how charmingly
you’re invited to be critical.
Your interviewer
doesn’t care a whit about your previous boss. He wants to find out how loyal
and positive you are, and whether you’ll criticize him behind his back if
pressed to do so by someone in this own company. This question is your
opportunity to demonstrate your loyalty to those you work with.
What good books
have you read lately?
Unless you’re up for
a position in academia or as book critic for The New York Times, you’re not
expected to be a literary lion. But it wouldn’t hurt to have read a handful of
the most recent and influential books in your profession and on management.
Consider it part of
the work of your job search to read up on a few of these leading books. But
make sure they are quality books that reflect favorably upon you, nothing that
could even remotely be considered superficial. Finally, add a recently
published bestselling work of fiction by a world-class author and you’ll pass
this question with flying colors.
Tell me about a
situation when your work was criticized ?
Begin by emphasizing
the extremely positive feedback you’ve gotten throughout your career and (if
it’s true) that your performance reviews have been uniformly excellent.
Of course, no one is
perfect and you always welcome suggestions on how to improve your performance.
Then, give an example of a not-too-damaging learning experience from early in
your career and relate the ways this lesson has since helped you. This
demonstrates that you learned from the experience and the lesson is now one of the
strongest breastplates in your suit of armor.
If you are pressed
for a criticism from a recent position, choose something fairly trivial that in
no way is essential to your successful performance. Add that you’ve learned
from this, too, and over the past several years/months, it’s no longer an area
of concern because you now make it a regular practice to…etc.
Another way to
answer this question would be to describe your intention to broaden your master
of an area of growing importance in your field. For example, this might be a
computer program you’ve been meaning to sit down and learn… a new management
technique you’ve read about…or perhaps attending a seminar on some cutting-edge
branch of your profession.
Again, the key is to
focus on something not essential to your brilliant performance but which adds
yet another dimension to your already impressive knowledge base.
What are your
outside interests ?
Try to gauge how
this company’s culture would look upon your favorite outside activities and be
guided accordingly.
You can also use
this question to shatter any stereotypes that could limit your chances. If
you’re over 50, for example, describe your activities that demonstrate physical
stamina. If you’re young, mention an activity that connotes wisdom and
institutional trust, such as serving on the board of a popular charity.
But above all,
remember that your employer is hiring your for what you can do for him, not
your family, yourself or outside organizations, no matter how admirable those
activities may be.
The “Fatal
Flaw” question
As every master
salesperson knows, you will encounter objections (whether stated or merely
thought) in every sale. They’re part and parcel of the buyer’s anxiety. The key
is not to exacerbate the buyer’s anxiety but diminish it. Here’s how…
Whenever you come up
against a fatal flaw question:
Be completely
honest, open and straightforward about admitting the shortcoming. (Showing you
have nothing to hide diminishes the buyer’s anxiety.)
Do not apologize or
try to explain it away. You know that this supposed flaw is nothing to be
concerned about, and this is the attitude you want your interviewer to adopt as
well.
Add that as
desirable as such a qualification might be, its lack has made you work all the
harder throughout your career and has not prevented you from compiling an
outstanding tack record of achievements. You might even give examples of how,
through a relentless commitment to excellence, you have consistently
outperformed those who do have this qualification.
Of course, the
ultimate way to handle “fatal flaw” questions is to prevent them from arising
in the first place. You will do that by following the master strategy described
in Question 1, i.e., uncovering the employers needs and them matching your
qualifications to those needs.
Once you’ve gotten
the employer to start talking about his most urgently-felt wants and goals for
the position, and then help him see in step-by-step fashion how perfectly your
background and achievements match up with those needs, you’re going to have one
very enthusiastic interviewer on your hands, one who is no longer looking for
“fatal flaws”.
How do you feel
about reporting to a younger person (minority, woman, etc)?
You greatly admire a
company that hires and promotes on merit alone and you couldn’t agree more with
that philosophy. The age (gender, race, etc.) of the person you report to would
certainly make no difference to you.
Whoever has that
position has obviously earned it and knows their job well. Both the person and
the position are fully deserving of respect. You believe that all people in a
company, from the receptionist to the Chairman, work best when their abilities,
efforts and feelings are respected and rewarded fairly, and that includes you.
That’s the best type of work environment you can hope to find.
On confidential
matters…
Your interviewer may
press you for this information for two reasons.
First, many
companies use interviews to research the competition. It’s a perfect set-up.
Here in their own lair, is an insider from the enemy camp who can reveal prized
information on the competition’s plans, research, financial condition, etc.
Second, the company
may be testing your integrity to see if you can be cajoled or bullied into
revealing confidential data.
What to do? The
answer here is easy. Never reveal anything truly confidential about a present
or former employer. By all means, explain your reticence diplomatically. For
example, “I certainly want to be as open as I can about that. But I also wish
to respect the rights of those who have trusted me with their most sensitive
information, just as you would hope to be able to trust any of your key people
when talking with a competitor…”
And certainly you
can allude to your finest achievements in specific ways that don’t reveal the
combination to the company safe.
But be guided by the golden rule. If you were the owner of your present
company, would you feel it ethically wrong for the information to be given to
your competitors? If so, steadfastly refuse to reveal it.
Remember that this question pits your desire to be cooperative against your
integrity. Faced with any such choice, always choose integrity. It is a far
more valuable commodity than whatever information the company may pry from you.
Moreover, once you surrender the information, your stock goes down. They will
surely lose respect for you.
One President we know always presses candidates unmercifully for confidential
information. If he doesn’t get it, he grows visibly annoyed, relentlessly
inquisitive, It’s all an act. He couldn’t care less about the information. This
is his way of testing the candidate’s moral fiber. Only those who hold fast are
hired.
What would you say to your boss if he’s crazy about an
idea, but you think it stinks ?
Remember the
rule stated earlier: In any conflict between values, always choose integrity.
Example: I believe
that when evaluating anything, it’s important to emphasize the positive. What
do I like about this idea?”
“Then, if you have
reservations, I certainly want to point them out, as specifically, objectively
and factually as I can.”
“After all, the most
important thing I owe my boss is honesty. If he can’t count on me for that,
then everything else I may do or say could be questionable in his eyes.”
“But I also want to
express my thoughts in a constructive way. So my goal in this case would be to
see if my boss and I could make his idea even stronger and more appealing, so
that it effectively overcomes any initial reservation I or others may have
about it.”
“Of course, if he
overrules me and says, ‘no, let’s do it my way,’ then I owe him my full and
enthusiastic support to make it work as best it can.”
How
could you have improved your career progress ?
You’re generally
quite happy with your career progress. Maybe, if you had known something
earlier in life (impossible to know at the time, such as the booming growth in
a branch in your industry…or the corporate downsizing that would phase out your
last job), you might have moved in a certain direction sooner.
But all things
considered, you take responsibility for where you are, how you’ve gotten there,
where you are going…and you harbor no regrets.
What
would you do if a fellow executive on your own corporate level wasn’t pulling
his/her weight…and this was hurting your department?
Try to gauge the
political style of the firm and be guided accordingly. In general, fall back on
universal principles of effective human relations – which in the end, embody
the way you would like to be treated in a similar circumstance.
Example: “Good human
relations would call for me to go directly to the person and explain the
situation, to try to enlist his help in a constructive, positive solution. If I
sensed resistance, I would be as persuasive as I know how to explain the
benefits we can all gain from working together, and the problems we, the
company and our customers will experience if we don’t.”
POSSIBLE
FOLLOW-UP QUESTION
And what would you do if he still did not change his ways?
ANSWER: “One thing I
wouldn’t do is let the problem slide, because it would only get worse and
overlooking it would set a bad precedent. I would try again and again and
again, in whatever way I could, to solve the problem, involving wider and wider
circles of people, both above and below the offending executive and including
my own boss if necessary, so that everyone involved can see the rewards for
teamwork and the drawbacks of non-cooperation.”
“I might add that
I’ve never yet come across a situation that couldn’t be resolved by harnessing
others in a determined, constructive effort.”
You’ve
been with your firm a long time. Won’t it be hard switching to a new company ?
To overcome this
objection, you must point to the many ways you have grown and adapted to
changing conditions at your present firm. It has not been a static situation.
Highlight the different responsibilities you’ve held, the wide array of new
situations you’ve faced and conquered.
As a result, you’ve
learned to adapt quickly to whatever is thrown at you, and you thrive on the
stimulation of new challenges.
To further assure
the interviewer, describe the similarities between the new position and your
prior one. Explain that you should be quite comfortable working there, since
their needs and your skills make a perfect match.
May I
contact your present employer for a reference ?
Express your concern
that you’d like to keep your job search private, but that in time, it will be
perfectly okay.
Example: “My present
employer is not aware of my job search and, for obvious reasons; I’d prefer to
keep it that way. I’d be most appreciative if we kept our discussion
confidential right now. Of course, when we both agree the time is right, then
by all means you should contact them. I’m very proud of my record there.
Give me an example
of your creativity (analytical skill…managing ability, etc.)
Remember from
Question 2 that you should commit to memory a list of your greatest and most
recent achievements, ever ready on the tip of your tongue.
If you have such a
list, it’s easy to present any of your achievements in light of the quality the
interviewer is asking about. For example, the smashing success you orchestrated
at last year’s trade show could be used as an example of creativity, or
analytical ability, or your ability to manage.
Where could you use some improvement ?
Keep this answer,
like all your answers, positive. A good way to answer this question is to
identify a cutting-edge branch of your profession (one that’s not essential to
your employer’s needs) as an area you’re very excited about and want to explore
more fully over the next six months.
What
do you worry about ?
Redefine the word
‘worry’ so that it does not reflect negatively on you.
Example: “I wouldn’t
call it worry, but I am a strongly goal-oriented person. So I keep turning over
in my mind anything that seems to be keeping me from achieving those goals,
until I find a solution. That’s part of my tenacity, I suppose.”
I’m concerned that you
don’t have as much experience as we’d like in...
This
question is related to “The Fatal Flaw” , but here the concern is not that you
are totally missing some qualifications, such as CPA certification, but rather
that your experience is light in one area.
Before going into
any interview, try to identify the weakest aspects of your candidacy from this
company’s point of view. Then prepare the best answer you possible can to shore
up your defenses.
To get past this
question with flying colors, you are going to rely on your master strategy of
uncovering the employer’s greatest wants and needs and then matching them with
your strengths. Since you already know how to do this from Question 1, you are
in a much stronger position.
More specifically,
when the interviewer poses as objection like this, you should…
Agree on the
importance of this qualification.
Explain that your
strength may be indeed be greater than your resume indicates because…
When this strength
is added to your other strengths, it’s really your combination of
qualifications that’s most important.
Then review the
areas of your greatest strengths that match up most favorably with the
company’s most urgently-felt wants and needs.
This is powerful way
to handle this question for two reasons. First, you’re giving your interviewer
more ammunition in the area of his concern. But more importantly, you’re
shifting his focus away from this one, isolated area and putting it on the
unique combination of strengths you offer, strengths which tie in perfectly
with his greatest wants.
How do you feel
about working nights and weekends ?
First, if you’re a
confirmed workaholic, this question is a softball lob. Whack it out of the park
on the first swing by saying this kind of schedule is just your style. Add that
your family understands it. Indeed, they’re happy for you, as they know you get
your greatest satisfaction from your work.
If however, you
prefer a more balanced lifestyle, answer this question with another: “What’s
the norm for your best people here?”
If the hours still
sound unrealistic for you, ask, “Do you have any top people who perform exceptionally
for you, but who also have families and like to get home in time to see them at
night?” Chances are this company does, and this associates you with this other
“top-performers-who-leave-not-later-than-six” group.
Depending on the
answer, be honest about how you would fit into the picture. If all those extra
hours make you uncomfortable, say so, but phrase your response positively.
Example: “I love my
work and do it exceptionally well. I think the results speak for themselves,
especially in …(mention your two or three qualifications of greater interest to
the employer. Remember, this is what he wants most, not a workaholic with weak
credentials). Not only would I bring these qualities, but I’ve built my whole
career on working not just hard, but smart. I think you’ll find me one of the
most productive people here.
I do have a family
who likes to see me after work and on weekends. They add balance and richness
to my life, which in turn helps me be happy and productive at work. If I could
handle some of the extra work at home in the evenings or on weekends, that
would be ideal. You’d be getting a person of exceptional productivity who meets
your needs with strong credentials. And I’d be able to handle some of the heavy
workload at home where I can be under the same roof as my family. Everybody
would win.”
Are you willing
to relocate or travel ?
First find out where
you may have to relocate and how much travel may be involved. Then respond to
the question.
If there’s no
problem, say so enthusiastically.
If you do have a
reservation, there are two schools of thought on how to handle it.
One advises you to
keep your options open and your reservations to yourself in the early going, by
saying, “no problem”. You strategy here is to get the best offer you can, then
make a judgment whether it’s worth it to you to relocate or travel.
Also, by the time
the offer comes through, you may have other offers and can make a more informed
decision. Why kill of this opportunity before it has chance to blossom into
something really special? And if you’re a little more desperate three months
from now, you might wish you hadn’t slammed the door on relocating or
traveling.
The second way to
handle this question is to voice a reservation, but assert that you’d be open
to relocating (or traveling) for the right opportunity.
The answering
strategy you choose depends on how eager you are for the job. If you want to
take no chances, choose the first approach.
If you want to play
a little harder-to-get in hopes of generating a more enticing offer, choose the
second.
Do you have the
stomach to fire people? Have you had experience firing many people ?
Describe the
rational and sensible management process you follow in both hiring and firing.
Example: “My whole
management approach is to hire the best people I can find, train them
thoroughly and well, get them excited and proud to be part of our team, and
then work with them to achieve our goals together. If you do all of that right,
especially hiring the right people, I’ve found you don’t have to fire very
often.
“So with me, firing
is a last resort. But when it’s got to be done, it’s got to be done, and the
faster and cleaner, the better. A poor employee can wreak terrible damage in
undermining the morale of an entire team of good people. When there’s no other
way, I’ve found it’s better for all concerned to act decisively in getting rid
of offenders who won’t change their ways.”
Why have you
had so many jobs ?
First, before you
even get to the interview stage, you should try to minimize your image as job
hopper. If there are several entries on your resume of less than one year,
consider eliminating the less important ones. Perhaps you can specify the time
you spent at previous positions in rounded years not in months and years.
Example: Instead of
showing three positions this way:
6/1982 – 3/1983,
Position A;
4/1983 – 12/1983,
Position B;
1/1984 – 8/1987,
Position C;
…it would be better
to show simply:
1982 – 1983,
Position A;
1984 – 1987 Position
C.
In other words, you
would drop Position B altogether. Notice what a difference this makes in
reducing your image as a job hopper.
Once in front of the
interviewer and this question comes up, you must try to reassure him. Describe
each position as part of an overall pattern of growth and career destination.
Be careful not to
blame other people for your frequent changes. But you can and should attribute
certain changes to conditions beyond your control.
Example: Thanks to
an upcoming merger, you wanted to avoid an ensuing bloodbath, so you made a
good, upward career move before your department came under the axe of the new
owners.
If possible, also
show that your job changes were more frequent in your younger days, while you
were establishing yourself, rounding out your skills and looking for the right
career path. At this stage in your career, you’re certainly much more
interested in the best long-term opportunity.
You might also cite
the job where you stayed the longest and describe that this type of situation
is what you’re looking for now.
What do you see
as the proper role/mission of…
…a
good (job title you’re seeking);
…a good manager;
…an executive in serving the community;
…a leading company in our industry; etc.
Think of the most
essential ingredients of success for each category above – your job title, your
role as manager, your firm’s role, etc.
Identify at least
three but no more than six qualities you feel are most important to success in
each role. Then commit your response to memory.
Here, again, the
more information you’ve already drawn out about the greatest wants and needs of
the interviewer, and the more homework you’ve done to identify the culture of
the firm, the more on-target your answer will be.
Would you lie
for the company ?
Try to avoid
choosing between two values, giving a positive statement which covers all bases
instead.
Example: “I would
never do anything to hurt the company..”
If aggressively
pressed to choose between two competing values, always choose personal
integrity. It is the most prized of all values.
Looking
back, what would you do differently in your life ?
Indicate that you
are a happy, fulfilled, optimistic person and that, in general, you wouldn’t
change a thing.
Example: “It’s been
a good life, rich in learning and experience, and the best it yet to come.
Every experience in life is a lesson it its own way. I wouldn’t change a
thing.”
Could
you have done better in your last job ?
Again never be
negative.
Example: “I suppose
with the benefit of hindsight you can always find things to do better, of course,
but off the top of my head, I can’t think of anything of major consequence.”
(If more explanation
seems necessary)
Describer
a situation that didn’t suffer because of you but from external conditions
beyond your control ?
For example,
describe the disappointment you felt with a test campaign, new product launch,
merger, etc., which looked promising at first, but led to underwhelming
results. “I wish we could have known at the start what we later found out
(about the economy turning, the marketplace changing, etc.), but since we
couldn’t, we just had to go for it. And we did learn from it…”
Can
you work under pressure ?
Absolutely…(then
prove it with a vivid example or two of a goal or project accomplished under
severe pressure.)
What
makes you angry ?
Give an answer
that’s suited to both your personality and the management style of the firm.
Here, the homework you’ve done about the company and its style can help in your
choice of words.
Examples: If you are
a reserved person and/or the corporate culture is coolly professional:
“I’m an
even-tempered and positive person by nature, and I believe this helps me a
great deal in keeping my department running smoothly, harmoniously and with a
genuine esprit de corps. I believe in communicating clearly what’s expected,
getting people’s commitment to those goals, and then following up continuously
to check progress.”
“If anyone or
anything is going off track, I want to know about it early. If, after that kind
of open communication and follow up, someone isn’t getting the job done, I’ll
want to know why. If there’s no good reason, then I’ll get impatient and
angry…and take appropriate steps from there. But if you hire good people,
motivate them to strive for excellence and then follow up constantly, it almost
never gets to that state.”
If you are feisty by
nature and/or the position calls for a tough straw boss.
“You know what makes
me angry? People who (the fill in the blanks with the most objectionable traits
for this type of position)…people who don’t pull their own weight, who are
negative, people who lie…etc.”
Why
aren’t you earning more money at this stage of your career ?
You like to make
money, but other factors are even more important.
Example: “Making
money is very important to me, and one reason I’m here is because I’m looking
to make more. Throughout my career, what’s been even more important to me is
doing work I really like to do at the kind of company I like and respect.
(Then be prepared to
be specific about what your ideal position and company would be like, matching
them as closely as possible to the opportunity at hand.
Who
has inspired you in your life and why?
Have a few heroes in
mind, from your mental “Board of Directors” – Leaders in your industry, from
history or anyone else who has been your mentor.
Be prepared to give
examples of how their words, actions or teachings have helped inspire your
achievements. As always, prepare an answer which highlights qualities that
would be highly valuable in the position you are seeking.
What
was the toughest decision you ever had to make?
Be prepared with a
good example, explaining why the decision was difficult…the process you
followed in reaching it…the courageous or effective way you carried it out…and
the beneficial results.
Tell me about the
most boring job you’ve ever had.
You have never
allowed yourself to grow bored with a job and you can’t understand it when
others let themselves fall into that rut.
Example: “Perhaps
I’ve been fortunate, but that I’ve never found myself bored with any job I have
ever held. I’ve always enjoyed hard work. As with actors who feel there are no
small parts, I also believe that in every company or department there are
exciting challenges and intriguing problems crying out for energetic and
enthusiastic solutions. If you’re bored, it’s probably because you’re not
challenging yourself to tackle those problems right under your nose.”
Have
you been absent from work more than a few days in any previous position?
If you have had no
problem, emphasize your excellent and consistent attendance record throughout
your career.
Also describe how
important you believe such consistent attendance is for a key executive…why
it’s up to you to set an example of dedication…and why there’s just no
substitute for being there with your people to keep the operation running
smoothly, answer questions and handle problems and crises as they arise.
If you do have a
past attendance problem, you want to minimize it, making it clear that it was
an exceptional circumstance and that it’s cause has been corrected.
To do this, give the
same answer as above but preface it with something like, “Other that being out
last year (or whenever) because of (your reason, which is now in the past), I
have never had a problem and have enjoyed an excellent attendance record
throughout my career. Furthermore, I believe, consistent attendance is
important because…” (Pick up the rest of the answer as outlined above.).
What changes
would you make if you came on board?
Y
ou, of
course, will want to take a good hard look at everything the company is doing
before making any recommendations.
Example: “Well, I
wouldn’t be a very good doctor if I gave my diagnosis before the examination.
Should you hire me, as I hope you will, I’d want to take a good hard look at
everything you’re doing and understand why it’s being done that way. I’d like
to have in-depth meetings with you and the other key people to get a deeper
grasp of what you feel you’re doing right and what could be improved.
“From what you’ve
told me so far, the areas of greatest concern to you are…” (name them. Then do
two things. First, ask if these are in fact his major concerns. If so then
reaffirm how your experience in meeting similar needs elsewhere might prove
very helpful).
How many hours a week do you normally work?
If you are
in fact a workaholic and you sense this company would like that: Say you are a
confirmed workaholic, that you often work nights and weekends. Your family
accepts this because it makes you fulfilled.
If you are not a
workaholic: Say you have always worked hard and put in long hours. It goes with
the territory. It one sense, it’s hard to keep track of the hours because your
work is a labor of love, you enjoy nothing more than solving problems. So
you’re almost always thinking about your work, including times when you’re
home, while shaving in the morning, while commuting, etc.
What’s the most
difficult part of being a (job title)?
First,
redefine “difficult” to be “challenging” which is more positive. Then, identify
an area everyone in your profession considers challenging and in which you
excel. Describe the process you follow that enables you to get splendid
results…and be specific about those results.
Example: “I think
every sales manager finds it challenging to motivate the troops in a recession.
But that’s probably the strongest test of a top sales manager. I feel this is
one area where I excel.”
“When I see the
first sign that sales may slip or that sales force motivation is flagging
because of a downturn in the economy, here’s the plan I put into action
immediately…” (followed by a description of each step in the process…and most
importantly, the exceptional results you’ve achieved.).
The “Hypothetical
Problem”
Instead, describe
the rational, methodical process you would follow in analyzing this problem,
who you would consult with, generating possible solutions, choosing the best
course of action, and monitoring the results.
Remember, in all
such, “What would you do?” questions, always describe your process or working
methods, and you’ll never go wrong.
What was the
toughest challenge you’ve ever faced?
This is an easy
question if you’re prepared. Have a recent example ready that demonstrates
either:
A quality most
important to the job at hand; or
A quality that is
always in demand, such as leadership, initiative, managerial skill,
persuasiveness, courage, persistence, intelligence, etc.
Have you
consider starting your own business?
Again it’s best to:
Gauge this company’s
corporate culture before answering and…
Be honest (which
doesn’t mean you have to vividly share your fantasy of the franchise or
bed-and-breakfast you someday plan to open).
In general, if the
corporate culture is that of a large, formal, military-style structure,
minimize any indication that you’d love to have your own business. You might
say, “Oh, I may have given it a thought once or twice, but my whole career has
been in larger organizations. That’s where I have excelled and where I want to
be.”
If the corporate
culture is closer to the free-wheeling, everybody’s-a-deal-maker variety, then
emphasize that in a firm like this, you can virtually get the best of all
worlds, the excitement of seeing your own ideas and plans take shape…combined
with the resources and stability of a well-established organization. Sounds
like the perfect environment to you.
In any case, no
matter what the corporate culture, be sure to indicate that any desires about
running your own show are part of your past, not your present or future.
The last thing you
want to project is an image of either a dreamer who failed and is now settling
for the corporate cocoon…or the restless maverick who will fly out the door
with key accounts, contacts and trade secrets under his arms just as soon as
his bankroll has gotten rebuilt.
Always remember:
Match what you want with what the position offers. The more information you’ve
uncovered about the position, the more believable you can make your case.
What are your
goals?
Many executives in a
position to hire you are strong believers in goal-setting. (It’s one of the
reason they’ve achieved so much). They like to hire in kind.
If you’re vague
about your career and personal goals, it could be a big turnoff to may people
you will encounter in your job search.
Be ready to discuss
your goals for each major area of your life: career, personal development and
learning, family, physical (health), community service and (if your interviewer
is clearly a religious person) you could briefly and generally allude to your
spiritual goals (showing you are a well-rounded individual with your values in
the right order).
Be prepared to
describe each goal in terms of specific milestones you wish to accomplish along
the way, time periods you’re allotting for accomplishment, why the goal is
important to you, and the specific steps you’re taking to bring it about. But
do this concisely, as you never want to talk more than two minutes straight
before letting your interviewer back into the conversation.
What do you for
when you hire people?
Speak your own
thoughts here, but for the best answer weave them around the three most
important qualifications for any position.
Can the person do
the work (qualifications)?
Will the person do
the work (motivation)?
Will the person fit
in (“our kind of team player”)?
Sell me this
stapler…(this pencil…this clock…or some other object on interviewer’s desk).
Of course, you
already know the most important secret of all great salesmanship – “find out
what people want, then show them how to get it.”
If your interviewer
picks up his stapler and asks, “sell this to me,” you are going to demonstrate
this proven master principle. Here’s how:
“Well, a good
salesman must know both his product and his prospect before he sells anything.
If I were selling this, I’d first get to know everything I could about it, all
its features and benefits.”
“Then, if my goal
were to sell it you, I would do some research on how you might use a fine
stapler like this. The best way to do that is by asking some questions. May I
ask you a few questions?”
Then ask a few
questions such as, “Just out of curiosity, if you didn’t already have a stapler
like this, why would you want one? And in addition to that? Any other reason?
Anything else?”
“And would you want
such a stapler to be reliable?...Hold a good supply of staples?” (Ask more
questions that point to the features this stapler has.)
Once you’ve asked
these questions, make your presentation citing all the features and benefits of
this stapler and why it’s exactly what the interviewer just told you he’s
looking for.
Then close with, “Just out of curiosity, what would
you consider a reasonable price for a quality stapler like this…a stapler you
could have right now and would (then repeat all the problems the stapler would
solve for him)? Whatever he says, (unless it’s zero), say, “Okay, we’ve got a
deal.”
NOTE: If your interviewer tests you by fighting every step of the way, denying
that he even wants such an item, don’t fight him. Take the product away from
him by saying, “Mr. Prospect, I’m delighted you’ve told me right upfront that
there’s no way you’d ever want this stapler. As you well know, the first rule
of the most productive salespeople in any field is to meet the needs of people
who really need and want our products, and it just wastes everyone’s time if we
try to force it on those who don’t. And I certainly wouldn’t want to waste your
time. But we sell many items. Is there any product on this desk you would very
much like to own…just one item?” When he points something out, repeat the
process above. If he knows anything about selling, he may give you a standing
ovation.
“The Salary
Question” – How much money do you want ?
For maximum
salary negotiating power, remember these five guidelines
Never bring up
salary. Let the interviewer do it first. Good salespeople sell their products
thoroughly before talking price. So should you. Make the interviewer want you
first, and your bargaining position will be much stronger.
If your interviewer raises the salary question too early, before you’ve had a
chance to create desire for your qualifications, postpone the question, saying
something like, “Money is important to me, but is not my main concern. Opportunity and growth are far more important. What I’d
rather do, if you don’t mind, is explore if I’m right for the position, and
then talk about money. Would that be okay?”
The #1 rule of any negotiation is: the side with more information wins. After
you’ve done a thorough job of selling the interviewer and it’s time to talk
salary, the secret is to get the employer talking about what he’s willing to
pay before you reveal what you’re willing to accept. So, when asked about
salary, respond by asking, “I’m sure the company has already established a
salary range for this position. Could you tell me what that is?” Or, “I want an
income commensurate with my ability and qualifications. I trust you’ll be fair
with me. What does the position pay?” Or, more simply, “What does this position
pay?”
Know beforehand what you’d accept. To know what’s reasonable, research the job
market and this position for any relevant salary information. Remember that
most executives look for a 20-25%$ pay boost when they switch jobs. If you’re
grossly underpaid, you may want more.
Never lie about what you currently make, but feel free to include the estimated
cost of all your fringes, which could well tack on 25-50% more to your present
“cash-only” salary.
The
Illegal Question
Illegal questions
include any regarding your age…number and ages of your children or other
dependents…marital status…maiden name…religion…political
affiliation…ancestry…national origin…birthplace…naturalization of your parents,
spouse or children…diseases…disabilities…clubs…or spouse’s occupation…unless
any of the above are directly related to your performance of the job. You can’t
even be asked about arrests, though you can be asked about convictions.
ANSWER: Under the
ever-present threat of lawsuits, most interviewers are well aware of these
taboos. Yet you may encounter, usually on a second or third interview, a senior
executive who doesn’t interview much and forgets he can’t ask such questions.
You can handle an
illegal question in several ways. First, you can assert your legal right not to
answer. But this will frighten or embarrass your interviewer and destroy any
rapport you had.
Second, you could
swallow your concerns over privacy and answer the question straight forwardly
if you feel the answer could help you. For example, your interviewer, a devout
Baptist, recognizes you from church and mentions it. Here, you could gain by
talking about your church.
Third, if you don’t
want your privacy invaded, you can diplomatically answer the concern behind the
question without answering the question itself.
Example: If you are
over 50 and are asked, “How old are you?” you can answer with a friendly,
smiling question of your own on whether there’s a concern that your age my
affect your performance. Follow this up by reassuring the interviewer that
there’s nothing in this job you can’t do and, in fact, your age and experience
are the most important advantages you offer the employer for the following
reasons…
Another example: If
asked, “Do you plan to have children?” you could answer, “I am wholeheartedly
dedicated to my career“, perhaps adding, “I have no plans regarding children.”
(You needn’t fear you’ve pledged eternal childlessness. You have every right to
change your plans later. Get the job first and then enjoy all your options.)
Most importantly,
remember that illegal questions arise from fear that you won’t perform well.
The best answer of all is to get the job and perform brilliantly. All concerns
and fears will then varnish, replaced by respect and appreciation for your
work.
The
“Secret” Illegal Question
Much more frequent
than the Illegal question (see Question 55) is the secret illegal question.
It’s secret because it’s asked only in the interviewer’s mind. Since it’s not
even expressed to you, you have no way to respond to it, and it can there be
most damaging.
Example: You’re
physically challenged, or a single mother returning to your professional
career, or over 50, or a member of an ethnic minority, or fit any of a dozen
other categories that do not strictly conform to the majority in a given
company.
Your
interviewer wonders, “Is this person really able to handle the job?”…”Is he or
she a ‘good fit’ at a place like ours?”…”Will the chemistry ever be right with
someone like this?” But the interviewer never raises such questions because
they’re illegal. So what can you do?
ANSWER: Remember
that just because the interviewer doesn’t ask an illegal question doesn’t mean
he doesn’t have it. More than likely, he is going to come up with his own
answer. So you might as well help him out.
How? Well, you
obviously can’t respond to an illegal question if he hasn’t even asked. This may
well offend him. And there’s always the chance he wasn’t even concerned about
the issue until you brought it up, and only then begins to wonder.
So you can’t address
“secret” illegal questions head-on. But what you can do is make sure there’s
enough counterbalancing information to more than reassure him that there’s no
problem in the area he may be doubtful about.
For example, let’s
say you’re a sales rep who had polio as a child and you need a cane to walk.
You know your condition has never impeded your performance, yet you’re
concerned that your interviewer may secretly be wondering about your stamina or
ability to travel. Well, make sure that you hit these abilities very hard,
leaving no doubt about your capacity to handle them well.
So, too, if you’re
in any different from what passes for “normal”. Make sure, without in any way
seeming defensive about yourself that you mention strengths, accomplishments,
preferences and affiliations that strongly counterbalance any unspoken concern
your interviewer may have.
What
was the toughest part of your last job?
State that there was
nothing in your prior position that you found overly difficult, and let your
answer go at that. If pressed to expand your answer, you could describe the
aspects of the position you enjoyed more than others, making sure that you
express maximum enjoyment for those tasks most important to the open position,
and you enjoyed least those tasks that are unimportant to the position at hand.
How do you define
success…and how do you measure up to your own definition?
Give a well-accepted
definition of success that leads right into your own stellar collection of
achievements.
Example: “The best
definition I’ve come across is that success is the progressive realization of a
worthy goal.”
“As to how I would
measure up to that definition, I would consider myself both successful and
fortunate…”(Then summarize your career goals and how your achievements have
indeed represented a progressive path toward realization of your goals.)
“The
Opinion Question” – What do you think about …Abortion…The President…The Death
Penalty…(or any other controversial subject)?
In all of these
instances, just remember the tale about student and the wise old rabbi. The
scene is a seminary, where an overly serious student is pressing the rabbi to
answer the ultimate questions of suffering, life and death. But no matter how
hard he presses, the wise old rabbi will only answer each difficult question
with a question of his own.
In exasperation, the
seminary student demands, “Why, rabbi, do you always answer a question with
another question?” To which the rabbi responds, “And why not?”
If you are ever
uncomfortable with any question, asking a question in return is the greatest
escape hatch ever invented. It throws the onus back on the other person,
sidetracks the discussion from going into an area of risk to you, and gives you
time to think of your answer or, even better, your next question!
In response to any
of the “opinion” questions cited above, merely responding, “Why do you ask?”
will usually be enough to dissipate any pressure to give your opinion. But if
your interviewer again presses you for an opinion, you can ask another
question.
Or you could assert
a generality that almost everyone would agree with. For example, if your
interviewer is complaining about politicians then suddenly turns to you and
asks if you’re a Republican or Democrat, you could respond by saying,
“Actually, I’m finding it hard to find any politicians I like these days.”
(Of course, your
best question of all may be whether you want to work for someone opinionated.)
If you
won $10 million lottery, would you still work?
This type of
question is aimed at getting at your bedrock attitude about work and how you
feel about what you do. Your best answer will focus on your positive feelings.
Example: “After I
floated down from cloud nine, I think I would still hold my basic belief that
achievement and purposeful work are essential to a happy, productive life.
After all, if money alone bought happiness, then all rich people would be all
happy, and that’s not true.
“I love the work I
do, and I think I’d always want to be involved in my career in some fashion.
Winning the lottery would make it more fun because it would mean having more
flexibility, more options...who knows?”
“Of course, since I
can’t count on winning, I’d just as soon create my own destiny by sticking with
what’s worked for me, meaning good old reliable hard work and a desire to
achieve. I think those qualities have built many more fortunes that all the
lotteries put together.”
Looking
back on your last position, have you done your best work?
To cover both
possible paths this question can take, your answer should state that you always
try to do your best, and the best of your career is right now. Like an athlete
at the top of his game, you are just hitting your career stride thanks to
several factors. Then, recap those factors, highlighting your strongest
qualifications.
Why should I hire
you from the outside when I could promote someone from within?
Help him see the
qualifications that only you can offer.
Example: “In
general, I think it’s a good policy to hire from within – to look outside
probably means you’re not completely comfortable choosing someone from inside.
“Naturally, you want
this department to be as strong as it possibly can be, so you want the
strongest candidate. I feel that I can fill that bill because…(then recap your
strongest qualifications that match up with his greatest needs).”
Tell
me something negative you’ve heard about our company…
Just remember the
rule – never be negative – and you’ll handle this one just fine.
On a scale of
one to ten, rate me as an interviewer.
Once again,
never be negative. The interviewer will only resent criticism coming from you.
This is the time to show your positivism.
However, don’t give
a numerical rating. Simply praise whatever interview style he’s been using.
If he’s been tough,
say “You have been thorough and tough-minded, the very qualities needed to
conduct a good interview.”
If he’s been
methodical, say, “You have been very methodical and analytical, and I’m sure
that approach results in excellent hires for your firm.”
In other words, pay
him a sincere compliment that he can believe because it’s anchored in the
behavior you’ve just seen.
What to Ask After the Offer
All job hunters are
waiting for that call -- the one that says they've landed the job. But as eager
as you may be to escape either your current job or the unemployment ranks,
don't abdicate your power position once the offer comes in. Now it's your turn
to sit in the interviewer's seat and ask the company and yourself some tough
questions -- the answers to which could mean the difference between career
bliss and disaster.
Will the actual
work and job responsibilities provide gratification, fulfillment and challenge?
This question is often overlooked, because applicants get
hung up on job titles, salary and benefits. Try to get a clear sense of what an
actual day would be like. What will you spend the majority of your time doing?
Is the work in line with your values? Will you likely learn this job quickly
and become bored and unchallenged?
What are the boss's strengths and weaknesses?
This question can be tough to answer, and it's best saved
for after the job offer has been extended. You'll want to get a good idea for
your potential boss's management style. Speak to your potential boss as much as
possible to get a feel for his personality and what you can live with. Does he
micromanage? Will you get consistent feedback and reviews? Does he make small
talk, or is every conversation strictly business?
How much change is in the works at your prospective company, and
what kind?
Constant change at work can mean constant stress. Find out
if there are any big changes coming, such as new processing systems or
management, impending retirements or adoption of new procedures that still need
to be ironed out. At the same time, remember that some of these transitions
will have less effect on your position than others.
How many of my skills and experiences will I be able to use and
learn?
Make sure your unique skills and talents will be used and
that training and promotion are open in the future. When you decide to move on,
you'll want to have a new crop of experiences to sell to your next employer.
Your goal is to perform well at work while constantly growing and learning.
How many people have held the position in the past several years?
Knowing how many people have been in your job and why they
left can offer you great insights. You'll want to know if they were promoted or
quit altogether. A steady stream of resignations may be a sign you could be
reentering the job market soon.
While many of the
reasons positions eventually become unfulfilling are unavoidable, such as
hitting a plateau after repeatedly performing the same duties, job seekers
should consider the ways a new position will advance them
Questions To
Ask The HR
What kinds of assignments might I expect the first six months on
the job?
How often are performance reviews given?
Please describe the duties of the job for me.
What products (or services) are in the development stage now?
Do you have plans for expansion?
What are your growth projections for next year?
Have you cut your staff in the last three years?
Are salary adjustments geared to the cost of living or job performance?
Does your company encourage further education?
How do you feel about creativity and individuality?
Do you offer flextime?
What is the usual promotional time frame?
Does your company offer either single or dual career-track programs?
What do you like best about your job/company?
Once the probation period is completed, how much authority will I have over
decisions?
Has there been much turnover in this job area?
Do you fill positions from the outside or promote from within first?
Is your company environmentally conscious? In what ways?
In what ways is a career with your company better than one with your
competitors?
Is this a new position or am I replacing someone?
What is the largest single problem facing your staff (department) now?
May I talk with the last person who held this position?
What qualities are you looking for in the candidate who fills this position?
What skills are especially important for someone in this position?
What characteristics do the achievers in this company seem to share?
Who was the last person that filled this position, what made them successful at
it, where are they today, and how may I contact them?
Is there a lot of team/project work?
Will I have the opportunity to work on special projects?
Where does this position fit into the organizational structure?
How much travel, if any, is involved in this position?
What is the next course of action? When should I expect to hear from you or
should I contact you?
Tips
For Interview
Entering the room
Prior to the
entering the door, adjust your attire so that it falls well.
Before entering
enquire by saying, “May I come in sir/madam”.
If the door was
closed before you entered, make sure you shut the door behind you softly.
Face the panel and
confidently say ‘Good day sir/madam’.
If the members of
the interview board want to shake hands, then offer a firm grip first
maintaining eye contact and a smile.
Seek permission to
sit down. If the interviewers are standing, wait for them to sit down first
before sitting.
An alert interviewee
would diffuse the tense situation with light-hearted humor and immediately set
rapport with the interviewers.
Enthusiasm
The interviewer normally pays more attention if you
display an enthusiasm in whatever you say.
This enthusiasm come across in the energetic way you put
forward your ideas.
You should maintain a cheerful disposition throughout the
interview, i.e. a pleasant countenance hold s the interviewers interest.
Humor
A little humor or wit thrown in the discussion
occasionally enables the interviewers to look at the pleasant side of your
personality,. If it does not come naturally do not contrive it.
By injecting humor in the situation doesn’t mean that you
should keep telling jokes. It means to make a passing comment that, perhaps,
makes the interviewer smile.
Eye contact
You must maintain eye contact with the panel, right
through the interview. This shows your self-confidence and honesty.
Many interviewees while answering, tend to look away. This
conveys you are concealing your own anxiety, fear and lack of confidence.
Maintaining an eye contact is a difficult process. As the
circumstances in an interview are different, the value of eye contact is
tremendous in making a personal impact.Be natural
Many interviewees adopt a stance which is not their
natural self.
It is amusing for interviewers when a candidate launches
into an accent which he or she cannot sustain consistently through the
interview or adopt mannerisms that are inconsistent with his/her personality.
Interviewers appreciate a natural person rather than an
actor.
It is best for you to talk in natural manner because then
you appear genuine.
